Posts in this category explore how people think, feel, and act within organizations. Topics include leadership, emotional intelligence, conflict management, motivation, and workplace dynamics. The focus is on applying psychology to build healthier, more effective, and more human-centered organizations.
Cognitive dissonance tempts us to rationalize mistakes instead of learning from them. By embracing accountability, support, and a growth mindset, we can transform discomfort into resilience—turning even workplace errors into opportunities for growth and stronger team culture.
Emotional intelligence (EI) is a powerful, morally neutral tool—capable of deep connection or subtle manipulation. Drawing on my experiences and reflections, I examine EI’s “dark side,” the roles of authority and influence, and the safeguards leaders and teams can build to stay resonant—not coercive.
Negative thinking traps individuals in cycles of self-doubt and failure, reinforced by self-fulfilling prophecies and isolation. By combining insights from social psychology with practical strategies from habit-building, it’s possible to shift identity, celebrate small wins, and create lasting change toward resilience and growth.
Tribal thinking creates invisible barriers within organizations, from Slack channels to cross-department stereotypes. Rooted in priming and mental shortcuts, these biases erode trust and collaboration. By fostering cross-team connections and focusing on positive last impressions, leaders can break the cycle and build a more inclusive culture.
Cognitive dissonance is the discomfort we feel when beliefs and actions collide. We ease it either rationally—by updating our choices—or defensively—by inventing justifications. This post shows how to spot dissonance in real time, avoid self-deception, and turn mistakes into momentum
